Understanding the Role and Purpose of Teams

This assessment booklet focuses on understanding the role and purpose of teams within organizations. It covers topics such as defining the purpose of teams, explaining different types of teams, summarizing roles in a team using a recognized theory, and discussing the impact of individual team members on team dynamics. The advantages and disadvantages of team working and lone working are also explored.

UNIT CMI 302
Assessment Booklet: Managing a Team to Achieve Results
» LEARNER INSTRUCTIONS
Overview of assessment tasks
Each task in this assessment booklet has been developed to enable you to evidence achievement of the learning
outcomes and assessment criteria for CMI 302: Managing a Team to Achieve Results. Each of the assessment
criteria must gain a pass outcome for you to successfully achieve the unit.
Preparation for the assessment
● Before you begin the assessment booklet please read the CMI 302 unit specification thoroughly as only the
content related to the achievement of the assessment criteria will be assessed.
● Research the topics being assessed. Suggested reading/web resources are provided on the CMI 302 unit
specification. Your tutor may signpost you to relevant resources. Additionally, you may access excellent online
resources at ManagementDirect https://members.md.cmi.org.uk. Please note that if you have a customised site
the link will differ, please contact your Centre for clarification.
● If you are enrolled on the Trailblazer Apprenticeship programme you are encouraged to review the
Apprenticeship Standard for Team Leader/Supervisor
Completing the assessment booklet
● The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment
criteria and indicative content.
● Refer to the Assessment Guidance Table at the end of the assessment booklet which outlines the
requirements for a Pass or Refer.
● Evidence must be provided in the main body of the assignment booklet. Additional work based evidence
such as plans or documentation (which has been referred to within the main text) should be included at the
end of the booklet marked ‘Work Based Evidence’. Appendices are not a requirement of this assessment
brief. If appendices are included these will not be marked or moderated by the CMI.
● Work based evidence must be accompanied by a supporting statement in the learner evidence box, to
explain the link to the assessment criteria. Work based evidence (where required by the task) must not
exceed SIX (6) pages. Files embedded in the booklet must not exceed 10MB.
● The assessment booklet must be completed in a professional manner (e.g. applying business conventions
for writing formal reports) and by using Microsoft Word, Rich Text Format or another compatible software
programme.
● The assessment booklet must be saved as a word document (.doc or .docx) and not in a PDF format.
● An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original
source(s) of quotations or models can be verified.
● Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted).
Learner support
For information regarding policies and procedures for assessment (e.g. special assessment arrangements, learner
support, appeals, complaints, certification, confidentiality, plagiarism) you should contact your tutor or Centre
manager and refer to the CMI Level 3 in Principles in Management and Leadership Syllabus.
CMI 302 Page 1 of 23 Version 3

CMI 302 Page 2 of 23 Version 3

» LEARNER INFORMATION
Learner name: Rafael Augusto CMI membership No: Date: 15/09/2022
Centre name: Qualification
Learner statement of
authenticity:
I confirm that the attached completed assignment is all my own work, and does not
include any work completed by anyone other than myself. I have completed the
assignment in accordance with the Institute’s approved instructions.
X Tick here to opt out I consent to this assignment, or any extract from it, to be anonymised following which it
may be used for assessment standardisation and, where appropriate, for the
dissemination of good practice.
Signed: Rafael Palomanes Date: 15/09/2022
Centre statement of
authenticity:
On behalf of Vieira, I confirm that the above-mentioned learner is registered at the
centre on a Chartered Management Institute (CMI) programme of study. The
candidate is, to the best of my knowledge, the sole author of the completed
assignment.
Name: Rafael Augusto Vieira
Palomanes
Job Title: CS Manager
Signed: Rafael Palomanes Date: 15/09/2022
]
» GUIDELINE WORD COUNT
The written word, however generated and recorded, is still expected to form the majority of assessable work
produced by Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a
word count of 2000-2500 words within a margin of +/-10%. The excessive use of word count is not grounds for
referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.
The following are excluded from inclusion in word count if used and not required by the assessment brief an
introduction to a job role, organisation or department, index or contents pages, headings and sub headings,
diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the
assignment and how this has impacted the learners work.
Please see the CMI Assessment Guidance Policy for further guidance.
» AIM OF THE ASSESSMENT BOOKLET
The ability to manage teams, which are able to communicate effectively and overcome barriers to achievement, is
a critical skill for any manager. High performing, cohesive teams are created in an environment where there is a
collective understanding of values, goals and objectives. This assessment booklet has been developed to enable
managers to evidence their understanding of the nature of teams in the workplace and how these can be managed
to achieve results.
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TASK 1: Understanding the role and purpose of teams
The ability to understand the role and purpose of teams is essential if they are to be managed effectively.
To complete tasks 1a b, c, d and e you are encouraged, where possible, to support your answers using well-chosen
examples from an organisation you know well or have researched.
» TASK 1a
In your own words, define the purpose of teams within organisations.
(Refer to AC1.1 Define the purpose of teams and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
As per dictionary a purpose is defined as: the reason for which something is done or created or for which
something exists.
As per dictionary a team is defined as: a number of people who do something together as a group.
So, the purpose of team is to be responsible for the company projects and combining people skills can me
an important contribution to organisational success and also for individual success inside the company.
Example, this is year of 2022 we started a transport team in Ireland, from the scratch. So, Directors,
Managers and Supervisor took in consideration what was the purpose for the transport desk, what skill was
essential, trying to identify people with strengths needed to start a new service desk, flexibility because
every new project can have some issue in the beginning.
For the company advantages, we knew all the candidates and we could build a new team with 3 people
and believing that was the best people to start the transport desk, making the decisions, understanding all
the procedure and services, with problem-solving skill so we could better serve our customers.
Now, this team is completing 6 month and results are satisfactory and team will get a new member soon
and also directors are happy with the result, so they want to attribute new procedure and we will have a
team leader as well, because the company believe that they know the purpose of the team and also the
transport desk, but even a team that has only good results/number need to be managed by someone to
make sure everything runs smooth.
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» TASK 1b
Within organisations it is likely there will be more than one type of team. Using the table below, give an explanation
of each type of team listed.
(Refer to AC1.2 Explain types of teams in an organisation and the Indicative Content for this AC)
COMPLETE THE TABLE:
Team type Explanation
Permanent Permanent team is a team that works with on same base and are not dissolved
once the task is completed. Usually permanent team have a role description and
all members need to follow.
Example, a team responsible for export booking from Ireland to UK. Once they
have completed this week`s vessel, they starts working on the following week
vessel.
Temporary Temporary teams are also known as project teams. People are hired by
outsourcing resources. The company signs a temporally contract with the team
and normally is for a specific project. Once the project is complete, the team is
dissolved.
This type of contract normally works remotely which makes and have a Project
Manager to lead the team. He has to communicate with all the staffs and make
sure that their performance is good and team is on track.
Functional It is a team where the members are selected from mixed departments for a
project that company requires a different skillset. The team is combined to work
together on a project and normally split after the completion of the project. Believe
this kind of team is increasing nowadays as we can work remotely and basically
connect with people anywhere and time.
Project It is a team where all members are assembled to work in a specific project and
members can be from same department, company or even from outside, will
depends on the requirements of the project. Usually share the same goals and
strategies. Generally, project works following a very specifics responsibility,
period, roles, deadlines…
Virtual Virtual teams, maybe the future for 99% of all business. Specially after Covid
people are now looking for jobs where the can work from home and remotely.
Virtual team do not interact in real life and is everything online, so people
communicate with each other by teams, slack, emails or any other similar
Software. Also all the Software nowadays has tools where all teams member can
share their calendar, plan, idea, duties, tracking workflows, so basically all
members can have access to each other.
» TASK 1c
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Using a recognised theory summarise the roles in a team.
(Refer to AC1.3 Summarise the roles in a team using a recognised theory and the indicative content for this AC)
INSERT YOUR ANSWER HERE:
Belbin theory is defined in 9 roles (Shaper, Implementer, Specialist, Monitor, Plant, Team-Worker,
Resource, Coordinator and Finisher). CMA CGM can use Belbin method to create a more effective team.
Shaper – Is the person responsible to make improvement in the team. They normally have also the
ability to find the best approaches for solving issues in the team.
Implementer – Is a person who get the work done basically. They are the players who evaluate and
consider all the ideas and thoughts into practical activities. Generally, a person that works with
disciplines and on his own way.
Finisher - Those people who make sure that wok or task is finalised with carefulness and attention in
every details. Fishers are responsible to be more concerned about deadlines of the project.
Coordinator - People who has the potential or ability to be a leader and has mostly been the chairmen of
the company.
Team-Worker - Who provides support and make sure that all members are working together.
Resource Investigator - People who evaluate and explore the available resources on the behalf of team.
Normally someone good with negotiation and enthusiastic.
Plant – Is the most important part of a team as they always come up with new and innovative thoughts
and plans. They normally work very hard in the field of inventions and innovations.
Monitor – Responsible for evaluating all the cons and pros of all ideas and plans beforehand and only
after this takes any decision and proceed with it.
Specialist - People who has specialized knowledge in that particular fields to get the job done. normally
someone with a good skills and abilities, usually someone expert in the area.
» TASK 1d
Teams are made up of individuals with different characteristics (such as personality, knowledge, skills) and have
different levels of experience.
In your own words, explain how individual members of a team can affect team dynamics.
(Refer to AC1.4 Explain how members of a team affect team dynamics and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
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Team dynamics are the forces that work in a team between members or group. They are powerfully
influenced in what way a team member reacts, behaves and performs. The effects of team dynamics are
very complex. In the working life Team dynamics plays an essential role. Team dynamics has a huge
impact on the profit of any company, whether people are enjoying their work, employees turnover rate,
performance of team and individual and many others. If the team dynamics are often overlooked or
unattended by the company, it will take countless influence on the teamwork. To analysis the team
dynamics it is vital to understand the optimistic and affirmative outcomes of the performance of member
team. In order progress with team dynamics, Containerships/CMA is following certain strategies such as
know your team, providing training, activities, providing feedback, defining every roles/ responsibility for
each member on the individual and as team-member part. Also, company now focusing more on the
communication and giving space to all share opinions.
CMI 302 Page 7 of 23 Version 3

» TASK 1e
Certain business activities may be carried out by teams or may be achieved through lone working.
Using well-chosen examples, write an account which identifies the advantages and disadvantages of team
working and lone working.
(Refer to AC1.5 Identify the advantages and disadvantages of team working and lone working and the Indicative
Content for this AC)
INSERT YOUR ANSWER HERE:
Advantages of Team Working:
Increase Productivity – Working with team lead to increase productivity of the company and also improve
the productivity of member of team as well. Always have someone besides you and in case you have any
urgency, will be covered.
Nicest - Working with team with good environment is more pleasant than working alone. Human has
normally these desires of sharing experience and interaction with others and level of motivation is
increased as well when working with other people besides.
Disadvantages of Team Working:
Subdivisions of group - Working in a team is not always an easy task and can lead to division into several
groups. Normally seniors have their own groups which can demotivate juniors and freshers, also in working
with a time for a good time, the way you think can also put with people with same opinion and can lead in
have smalls groups inside the team.
Impose the decisions – When working with team, generally leaders enforce decision and their decisions on
junior employees by which others lose the chance to take part in the decision-making plan. Depending on
the company, also hard to be heard and grow as well.
Advantages of lone working:
Work faster and on own way - lone working makes work life normally easier and fast, usually member
know how to work and what need to be done. can work on your space with silent without any interactions
and disturbance.
Get 100% credit of work – As individual working the entire credit of work is given to this person, as has
done the work alone. There is no division of work credit and normally the payment as well.
Disadvantages of lone working:
Ideas and innovation - If one person is possible for the work or to run a business alone, it won’t be easy to
get success as this person can only do a one-man job, so normally not able to cover all necessities and
can be very frustrating.
Less productivity - In lone working probably problem with productivity will happen and will impact the
performance of individual if compared with group working. This can happen as this lone worker can be with
bad mood, personal issue, sick, so as lone worked, nobody able to cover
CMI 302 Page 8 of 23 Version 3

TASK 2: Characteristics of a high performing team
Recognising the characteristics and behaviours of a high performing team is an essential management skill.
To complete tasks 2a and 2b you are encouraged, where possible, to support your answers using well-chosen
examples from an organisation you know well or have researched.
» TASK 2a
Developing a high performing team is the aim of all managers. Outline FIVE (5) characteristics of high performing
teams in the table below.
(Refer to AC2.1 Outline the characteristics of a high performing team and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
1. Collaboration - In high performance team with ingrained group coherence, team members get along
with each other very well. They always provide help whenever they can and in case of any issue,
they can step in instantly for assistance because they are well-aware of what the team-members are
doing most of the time. Collaboration is key for any team that want to be high performing.
2. Direction - You can gather a team with the potential to perform at a high level. But if the company
doesn’t provide to the members the clarity, structure, and direction they need, they’re not going to be
successful.
For the team perform well company need to have clear roles and responsibilities.
3. Learning – any company that want/need a high performing team need to invest on knowledge and
learning for the team, continuous learning is the best to keep all members interested and also to
provide opportunities to grow individually or team-member.
People can learn from their mistakes, from feedback, in a good team all member would be eager to
be better always and also would like to have the investing in ongoing employee development.
4. Open Communication – Key for good communication is lead by trust and respect, the team
members need to have positive and good conversations with each other, superiors, and
stakeholders. Members need to have open communication and know about this, so they won’t have
the feeling that need to hold back any concern. Sharing info, ideas, feedback, all this are essential
for a high-performance team.
5. Respect - Members of high-performance teams need to be aware of and recognize each other’s
knowledge, working methods and achievements. With all this and united with trust, will create a
strong bond with the team and likely increase the quality of work. When the teams face a challenge,
they will face together as they have the trust/respect in each other, so they can deliver the best
results.
CMI 302 Page 9 of 23 Version 3

» TASK 2b
Team success is derived from the positive behaviours of individual team members. Discuss the key behaviours
which can be observed in a high performing team.
(Refer to AC2.2 Discuss behaviours which can be observed in a high performing team and the Indicative Content
for this AC)
INSERT YOUR ANSWER HERE:
In a high performing team, the behaviours that the company would like to see always are resilience,
approachable, trust, flexible, positive, adaptable, feedbacks, honest and others similar behaviours. A team
that has all mentioned behaviours can be classified as high performance, trustful and also most likely work
by itself, so nobody needs to control the team all the time or be concerned about any topic.
Resilience is a team that always believe that will find the solution together for any sort of problem,
approachable for both side, team member and also the supervisor, this is key to have open communication
and the company shows the team that they are important. Flexible, nowadays this is one for the most
important, after COVID flexibility is crucial, as people would like to work from home or sometimes need to
look after someone else. Adaptable is something really import, especially in shipping, law changes every
day, terminals rules as well, so team and company need to be ready for changes. Feedback also matters,
as team member you are working hoping to be noted by managers and directors so in case of any
opportunity, they can remember you and offer at least an interview or just to simply give you a complement
about your work, for the supervisor, manager, feedback is important to know what the team need, expects
from the company.
CMI 302 Page 10 of 23 Version 3

Task 3: Leading, communicating with and motivating a high performing
team
Knowing how to lead, communicate with and motivate high performing teams is an essential management skill.
The aim of this task is to equip managers with an understanding of how to lead, communicate with and motivate a
high performing team.
» SCENARIO
You have successfully achieved a new management position leading a small team. Your team consists of remote
and on-site members. The team is well established, and colleagues know each other well. The team has a good
track record.
Having met the team, you need to determine your own approach to leadership and management.
This scenario can be used to answer tasks 3a, b and c. Alternatively, you may wish to use well-chosen examples
from an organisation you know well or have researched.
» TASK 3a
Identify the advantages and disadvantages of TWO (2) leadership styles that can be used to manage a high
performing team.
(Refer to AC3.1 Identify advantages and disadvantages of leadership styles that can be used to manage a high
performing team and the Indicative Content for this AC)
COMPLETE THE TABLE:
Leadership style Advantages Disadvantages
1. Bureaucratic Work steps are well structured and
organised, help the business to run
smooth and efficiently.
Normally has self-direction and is
open minded.
Normally is not flexible as all steps
are structured pattern. Bureaucratic
is also known for not be able to
provide creativity to the employee
and hardly adopt any changes.
2. Transactional Fair feedback and based on
metrics, not on managers opinion.
Rewards system, normally team
know what need to achieve to
receive a reward.
Discourages creativity, normally
Transactional leader “punish” their
staff for not meeting their goals, for
example.
With a Transactional leader,
normally there is no room for
employees to come up with new
ideas.
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» TASK 3b
It is essential to use the most appropriate form of communication when sharing information with remote and on-site
teams.
Complete the table below and assess the methods you would use to communicate with the team’s remote and
on-site members, giving reasons for their selection.
(Refer to AC3.2 Assess communication methods used for different types of teams and the Indicative Content for
this AC)
COMPLETE THE TABLE:
Team type Communication method Reasons for selection
Remote team Meetings and Chat on app
(Teams, Zoom, Slack)
Mobile Phone
Normally easy to use and you can share calendar,
meetings, make phones calls, video calls,
contact and talk with people in different
locations and time zone.
Mobile can be used as well, when you are not in
front of the computer and normally if you have a
working phone, you can download and use
Teams, Zoom and others app as well
On-site team One to One / Feedback
Group Meetings
Casual talks
In case we are at office can be arranged one to one
meeting, so feedback can be provided, and any
concern can be privately discussed.
Group meetings are also import, such as townhall e
can be done with short/long notice.
Casual talks are done every time that people are at
office, small talks, about anything that can
connect people in some way.
CMI 302 Page 12 of 23 Version 3

» TASK 3c
Explain FOUR (4) ways of motivating a team to achieve results.
(Refer to AC3.3 Explain how to motivate a team to achieve results and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
1. Share company vision and set clear goals – The company can only motivate and motivate the
team in case everybody knows what they are working towards. Making sure that the team
members are aware of company vision and what the goals are for the business. This inspires
everyone to work closer to achieve good results and as well is also good to set clear and
measurable goals that are connected with the company vision, so the company can measure
and know if will be able to succeed with all goals.
2.
A healthy office environment – A healthy office is what make members to feel motivated and
engaged with the company. Creating a space where people enjoy working, where people want
to spend their time is something crucial for any company. Containerships CMA CGM Ireland
for example, will be proving TV for all staffs to watch the World Cup 2022 while at office,
offering snacks as well, with this the company is building a trust with members and also
promoting healthy habits and showing that going to office can also be fun and enjoyable. The
office is available for anybody that want to go, so this way the company is also looking after for
those that prefer to stay home, so we have daily emails with activities that is offered for those
at office.
3.
Give positive feedback and reward your team - Sometimes feedback is overlooked by
companies and managers but recognizing achievements can inspires team members as they see
that the company is watching and worried about all staffs.
Example in CMA we have a monthly one to one feedback and the employee of the month that is
choose by all staffs, so the most voted staffs gets 1 day off and 50 euros.
4.
Provide opportunities for development – Showing to the team members that the company
can trust and count on them, for example: sharing more responsibilities, opening space for new
inputs, participation in any new projects, internships to other offices or even a cross training
between teams. All this is used by CMA to show all the opportunities that is provided to all
members, also the company has a online portal where you can share your vision and projects,
so others members from any office can see and exchange info.
TASK 4: Responding to challenges
All teams will experience challenges. A key role of the manager is to be able to recognise, respond proactively and
overcome challenges.
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To complete tasks 4a and 4b you are encouraged, where possible, to support your answers using well-chosen
examples from an organisation you know well or have researched.
» TASK 4a
Responding to challenges when managing a team proactively takes resilience and great skills. The key challenges
faced by most managers during their career include resistance to change, conflict between team members,
unconscious bias and the challenge of being a member of more than one team.
Complete the table below by explaining:
● the challenges of managing a team
● how you would respond to managing challenges proactively
(Refer to AC4.1 Explain the challenges of managing a team; AC4.2 Explain how to respond to challenges
proactively and the Indicative Content for this AC)
COMPLETE THE TABLE:
Challenge: Resistance of team members to change
Explanation: Response:
Every company change workflow and guidelines
from time to time and is important to keep the team
members following the procedure and changing
together. When it doesn’t happen, the company will
face a hard time when implementing the new
procedure.
Keep all the team members motivated and be
opened to listen theirs concern about any update
and be approachable to respond any question.
Providing necessary training, so all can have the
skill to face an upcoming change.
Challenge: Conflict between team members
Explanation: Response:
When facing a conflict between team members,
this can affect the others as well and the company
environment, this is the situation that any manager
would not like to have in a team as every person
work as piece in a puzzle
Providing engagement activities to bring team
members together. Having one to one meeting to
understand the situation and to find a solution to
overcome the conflict.
Challenge: Unconscious bias
Explanation: Response:
Unconscious bias can be a challenge because
does not create a safe and equal environment for
the team members. Can raise competition among
the people and minority can feel threated and
could the team performance and in overall.
Being impartial and respect each individual equally
if needed create support for those who feel left
aside or in any kind of discomfort.
Challenge: The challenge of being a member of more than one team
Explanation: Response:
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Team members may not feel 100% part of any team;
can be difficult to manage time and complete tasks. Also
can being part of more than one team, means more
information to process and this can lead to a mistake.
Having fixed and standard SOPs and guidelines to help
all the members that need to work for more than one
team. Also keep a clear communication with all
members and supervisors.
» TASK 4b
A team member you manage has a poor record of attendance. In your own words, outline approaches you would
use to manage their absence.
(Refer to AC4.3 Outline approaches to absence management and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
In this case, the procedure in place with Containerships CMA CGM is to arrange an one to one meeting
with this team member and try to understand what is happening and after this we can work on this
situation, always trying to provide support/solution.
In case attendance issue is not sorted or improved, we need to contact HR asking for support and they
will take from there, arranging another meeting and reminding the team member about the company
policy for Long/short team absence.
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Task 5: Managing the performance of a team
Managing the performance of the team requires all its members to work to a shared purpose, a fair allocation of
work, monitoring of team performance and providing feedback to individuals and teams to maintain performance
levels. The aim of this task is to identify how best teams can be managed to achieve results.
To complete tasks 4a and 4b you are encouraged, where possible, to support your answers using well-chosen
examples from an organisation you know well or have researched.
» TASK 5a
Outline TWO (2) approaches you would use to ensure team members work to a shared purpose.
(Refer to AC5.1 Outline approaches to ensure team members work to a shared purpose and the Indicative
Content for this AC)
INSERT YOUR ANSWER HERE:
1. Communication is a strong purpose to have a team working together and sharing purpose, so
trying to have people with similar core values and/or opinion can help in having members working
together. Keeping communication simples can be a strong tool and also having the team
goals/purpose clearly so all members know what need to be shared, will provide a really strong
bond among all members and surely will drive the team to have an effective collaboration and good
results.
2. Aligning the team nowadays is key as well, with this new possibility of working remotely, companies
now have employees everywhere, example CMA we are based in Ireland, but we deal with people
based in India, USA, China and all members of same the team. So for this team to work and
sharing the same purpose, the team has to be aligned very well to be working on same page
always.
Sharing the vision often and arranging regular meetings with team helps in keep all members
connected with same purpose and showing why everyone is doing what they are doing.
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» TASK 5b
Explain how you would allocate work to team members to achieve outcomes.
(Refer to AC5.2 Explain how to allocate work to team members and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
In terms of allocation the work among the team members, company normally consider the work`s priority,
team members skills, availability and current work.
Basically, need to know which project/job need to be completed in advance, so team leader can advise
clearly to the team what is the priority for that moment. Skills set is also import, need to know the strong
point for each member, so work can be allocated fairly and in way where team will deliver the best result
to the company/customer.
About availability, is important as sometimes in case team is working in 2 or more projects/work at same
time, need to know who would be available to work on this new project/work and can reallocate members
as well.
The interest also can be significant to allocate any work, as sometimes people want to change the
atmosphere, work or maybe learn more about other procedures, so in case you have opportunity to
check all above point, can be determining how the work would be allocated.
CMI 302 Page 17 of 23 Version 3

» TASK 5c
Identify THREE (3) methods you would use to monitor team performance.
(Refer to AC5.3 Identify methods of monitoring team performance and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
1. Set Targets – trying to monitor people performance/productivity can be a challenge, so setting
targets can be something that maybe works and team can be motivated to achieve the results.
Sit with team members or arranging individual targets or team goals. Both can show the company
how productive teams are and depending on if they reach the targets, but also is an easy way to
motivate everyone. In case achieving the target, team or induvial would be rewarded. The more
targets you set based on performances, the more motivated your members will be.
2. Use a Monitoring Software – Software can be a good friend for any company that would like to
monitor teams performance, recently CMA started using a system called NOVA, basically this
system shows to manager and directors all data from the Customer Service team, we are able to
see how many emails each member answered daily, weekly and monthly, also system shows
average times, which customer, subjects as well. So all leaders can compare numbers for each
member and now about the performance, also give an idea to know where the team is having some
difficulty and we work on this.
3. Ask Around a Little – Not every like this one, but you can see many leaders doing it. Asking round
office, asking to supervisors how the team is, sometimes we can gather information that members
didn’t tell in a one-to-one meeting or maybe some info that team thinking is not important, but
actually can help to improve the procedure. Its only asking about the interactions between teams
and leaders, don’t need to know all the staffs steps. Surely is impossible to keep record of all
employees at all time, so asking around is basically asking people help so can understand more
about the team and what is needed to improve.
CMI 302 Page 18 of 23 Version 3

» TASK 5d
Explain how you would provide feedback on performance to team members individually and collectively as a team.
(Refer to AC5.4 Explain how to provide feedback on individual and team performance and the Indicative Content
for this AC)
INSERT YOUR ANSWER HERE:
As is team performance feedback, you would be focusing on the whole picture, in the team situation
overall and not individually, so it is not good to bring up individual numbers or issue as you would be
speaking to the whole team. Communication normally is formal and direct, and manager should be ready
for question.
It is also great to know what the company goals and make clear to the team, also good to have accurate
numbers to support your feedback and sharing with the team will show all the positives results, in case
results is not the expected or desired, you can use this team performance feedback to discussed the new
approaches and how the company want to work from that point and this way you can have a open
communication whit team and listen to any concern.
Nowadays as 99% of the companies are working remotely team feedback can be done remotely or at
office, in case you have opportunity to have all staffs at office, is good to have the meeting face to face
and also exchange info in case needed.
For individual feedback you can go deeper, need to be ready to listen, this conversation has to be two-
way street and need to have empathy in both sides, need to be more focused on the performance as
individual. For individual feedback only will be discussed numbers and results of that person and not the
team, can discuss all the targets that was created for this team member and talk about the plan to
achieve.
Can be a little informal as well, showing the team member can feel comfortable and talk about any topic
that is concerned at that moment. As it’s a one-to-one feedback, need to be kept private, as not all team
members has the same goals, results and sometimes position. For the individual feedback, once is near
to finish the meeting, you can also arrange a ongoing follow up, so basically asking to keep you posted
about the progress on the topic that was discussed.
This helps to keep a great work and the team can see how approachable the manager is.
For individual feedback you can go deeper, need to be ready to listen, this conversation has to be two-
way street and need to have empathy in both sides, need to be more focused on the performance as
individual. For individual feedback only will be discussed numbers and results of that person and not the
team, can discuss all the targets that was created for this team member and talk about the plan to
achieve.
Can be a little informal as well, showing the team member can feel comfortable and talk about any topic
that is concerned at that moment. As it’s a one to one feedback, need to be kept private, as not all team
members has the same goals, results and sometimes position. For the individual feedback, once is near
to finish the meeting, you can also arrange a ongoing follow up, so basically asking to keep you posted
about the progress on the topic that was discussed.
This helps to keep a great work and the team can see how approachable the manager is.
CMI 302 Page 19 of 23 Version 3

CMI 302 Page 20 of 23 Version 3

» REFERENCING AND BIBLIOGRAPHY
Use the box below to cite any external sources used in your assessment:
I read CMI about team (https://www.managers.org.uk/knowledge-and-insights/resource/team-building) and also
watched recording.
CMI 302 Page 21 of 23 Version 3

» ASSESSMENT GUIDANCE
Refer Pass
● The submission is incomplete
● Tasks are incomplete
● Not all assessment criteria have been met
● No examples are used or the examples given do not
match the requirements of the assessment criteria
● Evidence is
● Unclear
● Technically incorrect or inaccurate
● Biased
● Unprofessional language
● Poorly structured and presented
● Ideas are under developed
● Lacks sufficient detail to show understanding of the
topic
● The application of concepts, models and theories to
the management and leadership role or workplace is
unclear
● Evidence is not directly attributable to the learner
● External sources of information are not
acknowledged
● Work based evidence or artefacts (e.g. planning
documents or presentation slides) do not meet the
requirements of the assessment criteria and is not
current (within 5 years)
● All tasks have been completed
● All assessment criteria have been met
● Examples given are well chosen and match the
requirements of the assessment criteria
● Evidence is
● Well written and presented
● Contains a breadth of examples
● Accurate
● Current (e.g. use of up to date legislation)
● Authentic
● Inclusive
● Coherent
● Credible
● Technically correct
● Evidence shows an understanding of different
perspectives
● Concepts, models and approaches and have been
applied correctly in context of the management and
leadership role or workplace
● Evidence used from external sources has been
correctly referenced
● Evidence is directly attributable to the learner
● Work based evidence or artefacts (e.g. planning
documents or presentation slides) match the
requirements of the assessment criteria and is
current (within 5 years)
CMI 302 Page 22 of 23 Version 3

» WORK BASED EVIDENCE
CMI 302 Page 23 of 23 Version 3